The LIMELIGHT project aimed to improve efficiency in Huawei's Project Management Office (PMO) space by automating report generation and distributing workload. It developed automated reports in Excel, assigned one resource to run reports instead of each manager, and established data governance. This reduced time spent on reports by 49% (156 hours/month) and other cost savings. Benefits included improved productivity, motivation, delivery numbers, and customer experience through decreased waiting times. The project was completed on October 7, 2016 and its processes may be expanded to other teams.

1. By Hui Qin Teoh
07th October 2016
LIMELIGHT PROJECT

2. Project Description
76% of project/program managers' time in the Huawei team space in MRD is spent
generating reports instead of managing vendors.
To improve efficiency of the PMO space in MRD, this project:
• Developed various reports that can be generated automatically.
• Distributed workload within the team to run different reports.
• Established a governance process to maintain the quality of the vendor’s data that is
uploaded into the MRD centralised database system.
With the success of this project, it is planned that the process improvements can be
expanded to external teams in the future.
.
Project Completed:
07/10/2016
Hard Financial Benefits
Cost savings (Type 1)
• Reduced total time spent on producing report by 49% (Approx. 156 hours per month)
• Prevented additional cost spend on purchasing additional space to store data in share
folder.
• Decreased printing cost by removing tasks that required printing.
Revenue enhancement (Type 3)
• Enhanced speed of mobile sites delivery which allow the sites to generate revenue once
the sites are taking traffic.
Soft Benefits
Productivity improvement (Type 2)
• Enlarged job scope of each individual which assist with their career development.
• Enriched team’s motivation created by sense of achievement.
• Generated positive energy in working environment as a result of reduced frustration
caused by to over processing .
• Increased delivery numbers as a result of spending more time managing vendors.
• Empowered team members to identify process problem and improve process.
• Introduced stronger team spirit by introducing tasks to be done as a team.
• Enhanced productivity in our team.
Customer Experience Benefits
• Decreased waiting time for financial team & material forecast team to received
forecast report.
• Removed waiting time by providing easy access to trackers for senior management.
• Shorten delivery times for critical sites that was requested by sales/Optus Business
teams .
• Improved mobile network coverage in specify regions to accommodate special events’
capacity requirements.
• Enabled marketing team to extract forecast data out of our database to assist them to
plan SA3 marketing strategy.
Personnel
Limelight: Hui Qin Teoh
Blackbelt: Libby Heydon
Process Owner: David William
MRD Process improvement
Project Started:
26/08/2016

3. Process Improvement Process

4. Learn to See
Type of Waste Issues Solutions Tools
Waiting Time • 80% of project manager’s time are spent
generating reports instead of managing
vendor.
• Automate reports by using Excel
macro and Excel formula.
• Dedicate one resources to generate
automation reports instead of each
project managers generate their
own for their project only.
• Additional milestone added into
database.
Standardisation
Movement • Forecast generated by program manager
was not shared.
• This prevents project managers
completing their month end delivery
report.
• Proposed program manager to
stored forecast on share folder upon
due date.
Standardisation
Motion • Running out of space in share folder
• Folder name outdated due to project
name changes as the result of
restructure.
• Folders are not stored in a centralised
location.
• Team members not aware of where
documents are located
• Spring clean for share folder
• Folder needs to be renamed
• Create tracker to track locations for
important documents
5S
Process Errors • Vendor needs to reflect their actual &
forecast milestone into Optus database.
• Optus database is not accurate, and
should act as single source of truth.
• Find the root cause & implement
changes to the current work
process.
Cause & Effect Diagram

6. Generate Reports Process
1. Print Full
Dashboard
Report
Once a week - Full Dashboard Report
2. Request
report from
database
3. Download
report
4. Reflect
report data
into tracker
5. Retrieve
vendor report
from email
6. Reflect
report data
into tracker
7. Combine data
and prepare Full
Dashboard Report
8. Print new Full
Dashboard Report
9. Compare current
and previous
dashboard report
Daily - Engineering order pending raised & sites not fully ready for services
10. Print Full
Dashboard
Report
11. Request
report from
database
12. Download
report
13. Produce list of engineering
order pending raised
14. Produce list of sites not
fully ready for services.
To Be
Continued

7. Generate Reports Process
15. Prepare Deep Dive
breakdown report
Once a week – Deep Dive Breakdown Report & SA3 Greening Report
16. Prepare SA3
Greening report
Once a month – Month End Delivery Report
17. Prepare Month End
Delivery Report

8. Waste of waiting time
Problem:
• 76% of project manager’s time are spent generating reports instead of managing vendor:
• Multiple reports required by senior management and external teams:
1. Full Dashboard Report weekly.
2. Month End Delivery Report.
3. Deep Dive Breakdown Report.
4. SA3 Greening report.
• Current report that is generated from system contains too much data, need to spend time to filter:
1. Engineering order pending raised.
2. Sites not fully ready for services. (Some technologies still not ready but can’t be easily
spotted in the report)
• Some data is not captured into database and required to be tracked manually into a separate
tracker.
Solutions:
• Automate reports by using Excel macro and Excel formula.
• Dedicate one resource to generate automation reports instead of each project manager generating their
own for their project only.
• Additional milestone added into database.
Tools:
• Standardisation

9. Standard Work Combination Sheet
Date 05/10/2016 Zoom in/out
Monthly Requirement 1 Walking
Takt Time 85.92 Hr Computer Interaction
Process Name: MRD PM monthly reporting task Queue Time (waiting)
Task/ Activity Wlk Cl QT
No. time
per month
No.
Resou
rcers
1 Print Full Dashboard report 0.08 4 2
2 Request report from database 0.08 4 2
3 Download report 0.17 4 2
4 Reflect report data into tracker 0.08 4 2
5
Retrieve vendor report from
email
0.08 4 2
6 Reflect report data into tracker 0.08 4 2
7
Combine data and prepare Full
Dashboard report
2 4 2
8
Print new Full Dashboard
report
0.08 4 2
9
Compare current and previous
dashboard report
0.5 4 2
10 Print Full Dashboard report 0.08 20 2
11 Request report from database 0.08 20 2
12 Download report 0.17 20 2
13
Produce list of engineering
order pending raised
0.5 20 2
14
Produce list of site not fully
ready for services.
2 20 2
15
Prepare Deep dive break down
report
8 4 2
16 Prepare SA3 greening report 4 4 2
17
Prepare month end delivery
report
4 1 2
Totals : (0.08+0.08+0.17+0.08+0.08+0.08+2+0.08+0.5)*4*2 +
(0.08+0.08+0.17+0.5+2)*20*2 + (8+4)*4*2 + 4*2 = 242.4 hr
Total working hr per month = 20*8*2 = 320
Total time spend on reporting = 242.2/320 = 76%
Processing Times (hours)
Zio - Zoom in/out Wlk – Walking CI – Computer Interaction QT - Queue Time
5 10 15 20 25 30 35 40 45 50
Page 1 of 2

10. Standard Work Combination Sheet
Date 05/10/2016 Zoom in/out
Monthly Requirement 1 Walking
Takt Time 85.92 Hr Computer Interaction
Process Name: MRD PM monthly reporting task Queue Time (waiting)Page 2 of 2
Task/ Activity Wlk Cl QT
No. time
per month
No.
Resou
rcers
1 Print Full Dashboard report 0.08 4 2
2 Request report from database 0.08 4 2
3 Download report 0.17 4 2
4 Reflect report data into tracker 0.08 4 2
5
Retrieve vendor report from
email
0.08 4 2
6 Reflect report data into tracker 0.08 4 2
7
Combine data and prepare Full
Dashboard report
2 4 2
8
Print new Full Dashboard
report
0.08 4 2
9
Compare current and previous
dashboard report
0.5 4 2
10 Print Full Dashboard report 0.08 20 2
11 Request report from database 0.08 20 2
12 Download report 0.17 20 2
13
Produce list of engineering
order pending raised
0.5 20 2
14
Produce list of site not fully
ready for services.
2 20 2
15
Prepare Deep dive break down
report
8 4 2
16 Prepare SA3 greening report 4 4 2
17
Prepare month end delivery
report
4 1 2
Totals : (0.08+0.08+0.17+0.08+0.08+0.08+2+0.08+0.5)*4*2 +
(0.08+0.08+0.17+0.5+2)*20*2 + (8+4)*4*2 + 4*2 = 242.4 hr
Total working hr per month = 20*8*2 = 320
Total time spend on reporting = 242.2/320 = 76%
Processing Times (hours)
Zio - Zoom in/out Wlk – Walking CI – Computer Interaction QT - Queue Time
40 60 80 100 120 140 160 180 200 220 240

11. Generate Reports Process
1. Print Full
Dashboard
Report
Once a week - Full Dashboard Report weekly
2. Request
report from
database
3. Download
report
4. Reflect
report data
into tracker
5. Retrieve
vendor report
from email
6. Reflect
report data
into tracker
7. Combine data
and prepare Full
Dashboard Report
8. Print new Full
Dashboard Report
9. Compare current
and previous
dashboard report
Daily - Engineering order pending raised & Site not fully ready for services
10. Print Full
Dashboard
Report
11. Request
report from
database
12. Download
report
13. Produce list of engineering
order pending raised
14. Produce list of sites not
fully ready for services.
To Be
Continued
Task 5, 6 & 7 removed by
introducing vendor to
upload data into our
database & develop
tracker with Excel
formulas
Task 10, 13 & 14
removed by developing
tracker with Excel
Marco to filter lists

12. Generate Reports Process
15. Prepare Deep Dive
Breakdown report
Once a week – Deep Dive Breakdown Report & SA3 Greening Report
16. Prepare SA3
greening report
Once a month – Month End Delivery Report
17. Prepare Month End
Delivery Report
Task 16 removed by
developing tracker with
Excel Marco & Excel
formulas
Halve work time by
dedicating one resource to
perform this task

14. Generate Month End Delivery Reports Process
1. Request report
from database
2. Download
report
3. Request report
from program
manager
4. Received
response from
program manager
5. Print both
reports
6. Analysis and
consolidate
report
7. Upload Manual
forecast and actual
in database

15. Waste of Movement
Problem:
• Forecast report generated by program manager was not shared. This required a
request to be sent to program manager.
• This prevented project managers to complete their month end delivery report.
Solutions:
• Proposed program manager to store forecast report on share folder upon due
date.
Tools:
• Standardisation

16. Standard Work Combination Sheet
Date 29/09/2016 Work (physical)
Monthly Requirement 1 Walking
Takt Time 60 mins Computer Interaction
Process Name: Month End Delivery Report Queue Time (waiting)
Work Instruction No. 1
Task/ Activity Wrk Wlk Cl QT
1
Request report from
database
5
2 Download report 10
3
Request report from
program manager
5
4
Received response from
program manager
30
5 Print both reports 5
6
Analysis and
consolidate report
30
7
Upload Manual forecast
and actual in database
10
Totals : 5+10+5+30+5+30+10 = 95 mins
* With assumption: queue time is 30 mins for
Program manager to response.
Processing Times (minutes)
Wrk – Work Physical Wlk – Walking CI – Computer Interaction QT - Queue Time
10 20 30 40 50 60 70 80 90 100 110

17. Generate Month End Delivery Reports Process
1. Request report
from database
2. Download
report
3. Request report
from program
manager
4. Received
response from
program manager
5. Print both
reports
6. Analysis and
consolidate
report
7. Upload Manual
forecast and actual
in database
Task 3 & 4 removed by
proposed program
manager to store
forecast report on share
folder upon due date.

18. Standard Work Combination Sheet
Date 29/09/2016 Work (physical)
Monthly Requirement 1 Walking
Takt Time 60 mins Computer Interaction
Process Name: Month End Delivery Report Queue Time (waiting)
Work Instruction No. 1
Task/ Activity Wrk Wlk Cl QT
1
Request report from
database
5
2 Download report 10
3
Request report from
program manager
5
4
Received response from
program manager
30
5 Print both reports 5
6
Analysis and
consolidate report
30
7
Upload Manual forecast
and actual in database
10
Totals : 5+10+5+30+10 = 60 mins
* Task 3 & 4 remove as program manager is storing
forecast on share folder upon due date.
Processing Times (minutes)
Wrk – Work Physical Wlk – Walking CI – Computer Interaction QT - Queue Time
10 20 30 40 50 60 70 80 90 100 110

20. Waste of Motion
Problem:
• Running out of space in share folder.
• Folders are not stored in a centralised location which makes it
challenging for program manager to find data.
• Folder name is outdated due to project name changes as the result of
restructure.
• Memory reaching capacity which slows down driver and increases wait
time.
• Team members are not aware where documents are located.
Solutions:
• Spring clean the share folder.
• Folder need to be renamed
• Create tracker to log locations for important documents.
Tools:
• 5S.

21. 5S
S0: Starting
• Meeting with team members.
• Agree on new folders structures.
• Create new folders.
S1: Sort
• Move files into new locations.
• Unwanted files goes into “unwanted” folder. (Just in case
other team members might still want the files)
• Agreement from team members before remove files in
Unwanted” folder.
S2: Set in Order:
• Update “File Location”
S3: Shine:
• Set reminder in Outlook to clean up twice a year.
S4: Standardise:
• Agree with stakeholders to maintain the current format.
• Agree with stakeholders the auditing timeline.
• Provide quick training to new members to follow the
standard.
S5: Sustain:
• Schedule audit quarterly.
• Setup quick session before clean up day to reinforce
expectations.
Attendees:
1. Program Manager
2. Project Manager 1
3. Project Manager 2
4. Project Manager 3
5. Project Coordinator

23. Data Upload Process
Data updated
in vendor’s
database
Optus project
manager use
data to generate
report and
manage vendor
Vendor
compiles FTP
Files and set it
to Optus
File
uploaded
Data reflected
into Optus
database

24. Waste of Process Errors
Problem:
• Vendor needs to reflect their actual & forecast milestone into Optus database.
• Optus database which should act as single source of truth is not accurate.
• Multiple reports have been scattered around via email.
• Request additional reports from vendor to understand which milestones have
been completed.
• Additional effort required to micro manage milestone to be signed off in
database.
Solutions:
• Find the root cause & implement changes to the current work process.
Tools:
• Cause & Effect Diagram.

25. Cause & Effect Diagram
Data is not accurate
in Optus database
ManpowerMachinesMeasurement
Mother Nature Materials Methods
1
No Handover document
No work manual
Change of Resources
Milestone not actualised in
vendor’s database
1
1
1
New Database implemented
in vendor space
1
1
No check list
Full Milestone
report was not shared
1
Attendees:
1. Vendor Program Manager
2. Optus Program Manager
3. Vendor Project Manager
4. Optus Project Manager
5. Vendor Database
administrator
6. Optus Database
administrator 1
7. Optus Database
administrator 2
Optus firewall
prevents data upload

26. Action
Issues Action
Milestone not actualised due to
human error.
1) Setup governance meeting.
2) Block actualisation of successor milestone if
depended milestone is not actualised.
Milestone not actualised due to
owner of milestone not definite
1) Define milestone’s owner.
2) Setup responsible matrix.
3) Automation actualising some milestone.
Full Milestone report was not shared 1) Instructed internal team to share the report.
New Database implemented in
vendor space
1) Vendor to work on transferring data from new
database to Optus database.
Optus firewall prevents data upload 1) Ensure specific resource have the required access to
upload file.